COMPETENCY ANALYSIS
Competency analysis uses behavioural analysis to establish the behavioural dimen-
sions that affect role performance and produce competency frameworks. Functional
analysis or a version of it can be used to define technical competencies.
Analysing behavioural competencies
There are six approaches to behavioural competency analysis. In ascending order of
complexity these are:
- expert opinion;
- structured interview;
- workshops;
- critical-incident technique;
- repertory grid analysis;
- job competency assessment.
Expert opinion
The basic, crudest and least satisfactory method is for an ‘expert’ member of the HR
department, possibly in discussion with other ‘experts’ from the same department, to
draw up a list from their own understanding of ‘what counts’ coupled with an
analysis of other published lists, such as those given in Chapter 11.
This is unsatisfactory because the likelihood of the competencies being appro-
priate, realistic and measurable in the absence of detailed analysis, is fairly remote.
The list tends to be bland and, because line managers and job holders have not been
involved, unacceptable.
Structured interview
This method begins with a list of competencies drawn up by ‘experts’ and pro-
ceeds by subjecting a number of role holders to a structured interview. The inter-
viewer starts by identifying the key result areas of the role and goes on to analyse the
behavioural characteristics that distinguish performers at different levels of compe-
tence.
The basic question is: ‘What are the positive or negative indicators of behaviour
that are conducive or non-conducive to achieving high levels of performance?’ These
may be analysed under such headings as:
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